Green Black...Green is the new Black Fresh Ideas for our Changing Economy ReBuild: Asset Management...

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March/April 2007

A L S O : J i m F l a h e r t y , B u i l d i n g D e s i g n a n d B I A s

Green is the new BlackFresh Ideas for our Changing Economy

ReBuild:Asset

Management page 26

Contents

19 14

22

10

Our designer, Donna Endacott, incorporated natural elements and an engineer’s blueprint into a globe of steel to reflect this issue’s theme of human ingenuity and nature working together.

About the Cover

24

M A R C H / A P R I L 2 0 0 7

FeAtures 30 the road to sustainability

The term “sustainable streets” means different things to different people. By Philippa Campsie

33 What Lies beneath New technology finds out what’s under the carpet without pulling it up. By Stuart Anderson

35 business Improvement Areas Evergreen at the Brickworks and Stratford Market Square. By Connie Vitello and Chris Rickett

38 the Power of one Bringing renewable energy to the mainstream depends on individual demand. By Boyd Mitchell

CoMMunIty PLAnnIng 14 Action, not reaction

Planning ahead will save money and help prevent disasters. By Jiri Skopek

17 grass roots Municipalities are beginning to embrace sustainability. By Aftab Erfan

19 think Federally, Act Locally City Hall and not Parliament Hill will determine the success of climate change policy. By Alex Boston

green buILdIng 22 Powering down

Climate adapted buildings: a design application for increased energy-efficiency. By Vladimir Mikler and Samantha Shah

24 roof with a view Just like with fashion, Europe is leading the way when it comes to green roofs. By Steven Peck

dePArtMents 4 editor’s note

Saving the Planet is all the Rage. By Mira Shenker

5 Letters Finance Minister Jim Flaherty says the success of Canada’s infrastructure projects depends on innovation and new ways of thinking.

8 opening shots

10 rethink A vision for a more sustainable future. By Ian Jarvis

25 the Leed List

26 rebuild Asset Management’s Third Dimension. By Leo Gohier

28 reMediate New Life for an Old Mine. By Chris Ollenberger and Jack Crooks

40 reevents

42 Closing shot The Holy Grail of Economic Development. By Storm Cunningham

CoverD

esign:DonnaE

ndacott

March/April 2007 renew Canada 3www.renewcanada.net

The best way to protect our natural spaces is to improve the way we manage urban planning and the associated infrastructure. Cities should be designed with ecological infrastructure that would not only enhance biodiversity, but would also provide protection from intensifying weather.

But we need to put the policies in place to make it happen. I’m not talking about banning Styrofoam and incandescent light bulbs, or necessarily more funding for research. The technology to have zero emissions from coal-fired electricity exists, what doesn’t exist is the political will or infrastructure to support it. At a workshop for The Living City in Toronto, Stuart Cowan, a principal at U.S.-based Sustainable Systems Design, said “The designers are already thinking in terms of carbon or climate neutral, zero-waste, zero-energy buildings. What they desperately need is the policy to support the change.”

Municipalities and industry can do more to protect our natural spaces than they’re currently doing and as public pressure intensifies along with our weather, they will. Policies and the financial tools are needed to help them do it.

ReNew Canada is not an environmental magazine, per se, but this issue is at the centre of our industry: the way we plan/build/live and manage our infrastructure determines how well it works and how much impact we’ll have on the environment. Government can be a leader and catalyst for building a green economy where the right choices are also the most lucrative. That is the “new black.”

The latest issue of Fashion magazine – the “trend”

issue – features a model in green on the cover with the cutline “Eco-Chic: It’s Fabulous Being Green.” It seems green has become the new black.

If sustainability is a trend, it’s the broadest-reaching one in a long time. The Globe & Mail changed their logo last month for the first time I can remember, printing it green and declaring 2007 the year of the environment. Nicholas Stern addressed the Economic Club of Toronto last month in Toronto to a capacity crowd. Shell Canada (of all companies!) sponsored the event and CEO Clive Mather said in his introduction “a few years ago, I doubt climate change would have attracted this large a crowd.”

It’s not climate change that’s selling out events like this and it’s certainly not the influence of Fashion. Partly it’s increased public awareness, which has led to fear, and partly it’s the business community’s drive to capitalize on a financial opportunity. That’s fine. Our economy is driven by smart investors seizing opportunities, and according to Stern and politicians like Stéphane Dion, sustainable technology is Canada’s chance to cash in.

A recent study by U.S. firm Goldman Sachs shows international investment in environmental technologies went from $400 billion in 2003 to $3 trillion in 2006. In this issue (page 10), Ian Jarvis calls for a transformative change across global economies. A seven-fold increase in capital for environmental technologies is just the beginning of that change.

Carbon is set to become a new currency. The earth’s ecological functions themselves are worth money. Right now they’re valued at zero, but if ecosystems fail, the production of essentials like oxygen and water could become big business. Commodifying the natural environment may seem like a slippery slope, but it’s part of the new economy Canada is building towards. The forestry organization, American Forests, estimates that trees in metropolitan areas are worth $400 billion for their stormwater retention alone. The same market that might place a dollar value on songbirds and trees could also assign values to pollution and environmental destruction, creating market feedbacks to the cost of that damage.

Without market feedbacks, there’s no incentive to change destructive behaviour and reward restorative efforts. The question is, will economic forces naturally lead Canada’s economy in this direction?

It's my pleasure to introduce Mira Shenker, the Associate Editor of this magazine, as the editor of the March/April 2007 edition. David Dehaas will return next issue. Mira will be back on this page again in the future. Thanks for reading – we are working hard to help ReThink, ReBuild and ReNew infrastructure in Canada.

—Todd Latham

March/April 2007 volume 3 number 2

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ISSN 1715-6734

edItor David Dehaas

MAnAgIng edItor Pamela Gramiak

AssoCIAte edItor Mira Shenker

PubLIsher Todd Latham

vP PubLIshIng Ray Blumenfeld

CIrCuLAtIon Allison [email protected]

AdvertIsIng Todd [email protected]. 416.444.5842, ext. 111

Ray [email protected]. 204.985.9516

ContrIbutors Stuart Anderson, Alex BostonPhilippa Campsie, Jack CrooksStorm Cunningham, Aftab ErfanLeo Gohier, Ian JarvisVladimir Mikler, Boyd MitchellChris Ollenberger, Steven PeckChris Rickett, Samantha ShahJiri Skopek, Connie Vitello

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FeAture ContrIbutors

Letters

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May/June issue. The deadline is April 20, 2007.

High-quality, modern public infrastructure that allows

goods and people to move freely and efficiently is essential to Canada’s prosperity now and in the future.

Yet this is one area that has been chronically under-funded for years creating daunting national challenges. In many urban centres today traffic congestion is stretching out travel times, harming the environment and eroding our quality of life. Border crossings have not kept pace with the growth of trade resulting in major losses in productivity.

Canada is left with an infrastructure gap that can no longer be ignored. Canada’s New Government knows that and that’s why, in our first budget, we provided unprecedented levels of funding to help provinces, territories and municipalities meet their infrastructure needs. In Budget 2006, our government committed $16.5 billion in new and existing infrastructure funding to upgrade Canada’s national highway system, improve the capacity of our national gateways, build bridges and provide viable alternatives to driving with investments in public transit and smart commute programs.

Canada’s New Government is setting out a bold new course of action to cut the commute, clear the air and drive the economy.

In November we released Advantage Canada, a long-term economic plan designed to make Canada a world leader through the creation of competitive economic advantages. One of the key components is the financing, construction and maintenance of modern infrastructure.

Our ultimate goal is to create an Infrastructure Advantage to ensure a seamless flow of people, goods and services. This will be achieved by providing:

• Long-term, predictable funding for infrastructure;

• A fair and transparent provincial and territorial allocation to support improvements to the core national highway system, large-scale provincial, territorial and municipal projects - such as public transit and

wastewater management, and small-scale municipal projects.

• Separate national infrastructure funds, accessible on a merit basis, for projects using public-private partnerships (P3), and for gateways and border crossings, particularly projects related to a new national gateway and trade corridor policy.

These three components are key to achieving what we want under our modern infrastructure plan.

Canada’s New Government understands how smarter, less costly project plans can be established when predictable, long-term, multi-year funding frameworks between governments are in place.

Investing in transportation infrastructure is about more than roads and bridges and buses and trains. It’s about keeping our country moving. It’s about creating a seamless, modern, safe and secure transportation system. It’s about reducing unnecessary highway travel and providing transportation options so goods can get to market on time, without massive losses in productivity. It’s about using the human and financial resources of both the public and private sectors so that major infrastructure projects are built efficiently and effectively with a minimum of taxpayer funding.

Success will require innovation, new approaches and new ways of thinking. It will require not only the resources and expertise of the public sector but the wealth of experience and knowledge accumulated by those in the private sector. We must engage those who have designed and constructed some of the most complex and successful

Canada is left with an

infrastructure gap that

can no longer be ignored...

It’s time, not just to think

outside the box, but to

reinvent the box.

—Federal Minister of Finance Jim Flaherty

www.renewcanada.net

(continued on page 6)

Ian JarvisIan is president of Enerlife Consulting, and has served as chair of the Canada Green Building Council since 2003. pg. 10

Phillipa CampsiePhilippa is principal of Hammersmith Communications, deputy editor of the Ontario Planning Journal and teaches in the planning program at the University of Toronto. pg. 30

Connie VitelloConnie is an award-winning freelance writer and editor based in Toronto, Ontario. pg. 35

Leo GohierLeo has successfully developed and implemented programs focused on building sustainable communities, and continues to do so at IDx Inc.pg. 26

Alex BostonAlex has advised governments, businesses and NGOs on sustainability policies and programs. pg. 19

CreatIng an infrastruCturE adVantagE In Canada

AdvertIser Index

Aird & Berlis LLP 39

Autodesk 13

Blachere Illumination 35

Blake, Cassels & Graydon 15

Bull, Housser & Tupper LLP 21

CANECT 41

Canadian Brownfields 2007 41

Canadian District Energy Association 39

Cement Association of Canada 32

Corpfinance International Ltd. 12

CPCI 7

CSPI 20

Decommissioning Consulting Services 17

Earth Tech 21

Eco Canada 36

Envac 16

FCM 44

Gartner Lee 17

Gowlings 9

Green Roofs for Healthy Cities 41

Growth Plan Experts 18

Halsall Associates 25

Highway Construction Inspection 32

IBI Group 31

Jacques Whitford 27

Macquarie 34

Miller Thomson LLP 2

Marshall Macklin Monaghan 35

Multiview 31

PricewaterhouseCoopers LLP 43

RCCAO 23

RIVA Online 27

RV Anderson 36

SB’07 29

Seneca College 38

Sonic Environmental 29

TEDCO 37

The Canadian Institute 40

TSH 16

XCG Consultants 37


Accountability in Accounting

I read David Dehaas’ article; “Build it and they will come” in the October 2006 issue of Renew Canada and must concur with his assessment. My recent experience with Capital Asset Accounting Implementation at the City of Toronto underscores those sentiments. The political process is driving everything and accountability appears to be secondary. The problem

is, this is short term. Government does not have the tools to effectively evaluate the relationship between infrastructure development and economic development. Everybody cares more about self preservation than long term thinking and the interest of the tax payers.

Silbert Barrett, Hamilton, ON

Correction: Stephen Bauld, who contributed the article How to Fix Public Procurement for our Jan./Feb. 2007 issue, with co-author Kevin McGuinness, is Vice President of the Ontario General Contractors Association (OGCA), not purchasing manager of the City of Hamilton as we indicated in his biography.

Letters

www.renewcanada.net

transportation projects around the globe.As we stated in Advantage Canada we will require the

provinces, territories and municipalities to consider P3 options for all larger projects and we will establish a federal P3 office to help facilitate the increased use of public-private partnerships in Canadian infrastructure projects.

We want to ensure that government funding has maximum impact.

As a nation whose exports are so critical to our economic growth and prosperity, the infrastructure that provides gateways to foreign markets is especially important to Canada.

The bulk of our trade with the rest of the world flows through a number of key gateways and border crossings. Some 28 per cent of merchandise shipments between Canada and the United States pass through the Windsor-Detroit Gateway. The Port of Vancouver is seeing rapidly growing container traffic with the Asia-Pacific region. The ports of Montreal, Saint John and Halifax are also important trade terminuses.

Our national economy – and our ability to compete – are highly dependent on the efficiency of these gateways in exporting Canadian goods to world markets.

We recognize that and we are acting on it. Last October, our government announced $591 million for Canada’s Asia-Pacific Gateway and Corridor Initiative.

And we are continuing our efforts towards the construction of a new border crossing at the Windsor-Detroit Gateway. We are working closely with the United States, Ontario and Michigan planning for the new crossing by no later than 2013.

We face challenges in bringing our infrastructure up to the level it needs to be to ensure Canada’s prosperity into the future. That is why modern infrastructure is an important part of Advantage Canada and our commitment to create the right conditions for Canadians and Canadian businesses and organizations to thrive.

It’s time, not just to think outside the box, but to reinvent the box.

This is our path to a reduction in traffic congestion, improved air quality, better communities and a stronger local and national economy.

details about budget 2007 at www.fin.gc.ca/bud07

Jim Flaherty is minister of finance for the government of Canada.

(continued from page 5) nrtsi brIngs together knowlEdgE and CommitmEnt

Can Infraguide be saved?

The Harper government was asleep at the switch by failing to renew funding for InfraGuide. A recent Department of Finance document entitled “Reporting Back to Canadians: Consultations on Restoring Fiscal Balance in Canada” stated that, “one key pressure identified by several jurisdictions was the rehabilitation of existing infrastructure.” The document also pointed out that, “in addition to financial assistance, provinces and territories generally see the federal role as being key to sharing best practices, research and development and capacity building.” InfraGuide was doing these things and more using more than 350 volunteers from coast to coast. By allowing the project to

Almost one year after the first meeting of the National Round Table on Sustainable Infrastructure (NRTSI) in Calgary, participants from close to 50 groups met in Toronto for the third meeting of the NRTSI and to review the results of the work done to date.

Working group reports presented at the meeting demonstrate the potential value that a well-funded and supported round table can bring to infrastructure stakeholders.

According to Marie Lemay, P.Eng., ing., chief executive officer of the Canadian Council of Professional Engineers and chair of the NRTSI Transition Team, the NRTSI is a unique initiative in North America as it comes from the infrastructure community.

“It brings to the table provincial, federal and municipal governments,

non-governmental organizations, private sector, industry associations, industry, academia and First Nations experts from all regions of Canada,” said Lemay.

The NRTSI is aligned with our country’s identification of infrastructure as a priority and its recognition of the impact of infrastructure on the health and safety of its citizens. For the Round Table to succeed, it will require resources and investment from all participants. Initial support from the federal government is crucial to get it launched.

According to Lemay, the NRTSI will yield a great return on investment. “Let’s seize the opportunity to harness the knowledge available and build on the commitment of the many experts that believe in the added value of the NRSTI.”

Marc bourgeois, nrtsI. [email protected]

We welcome letters to the editor. Please submit your comments, ideas (or corrections) to [email protected]. We will consider all letters for publication.

terminate, the Government of Canada has sent a message that it does not really care about the state of infrastructure in this country.

Given the incredible support for this project from diverse communities across Canada and the dedicated volunteers who gave up their time willingly to work on it, it is not too late to reconstitute InfraGuide but there needs to be a new approach to its governance. InfraGuide should be part of the National Round Table on Sustainable Infrastructure, an independent, multi-stakeholder, advisory body that aims to provide advice to decision-makers on “sustainable” infrastructure. With appropriate funding from federal and provincial

governments, the NRTSI would be the ideal home for InfraGuide.

While the Government of Canada’s reputation has been sullied by the incongruous manner in which the funding agreement for InfraGuide was mishandled by the bureaucracy, it is possible to restore confidence that the federal government does indeed embrace a role in helping to share best practices, research and development and capacity building with communities across the country. Restoring funding for InfraGuide as a part of the National Round Table on Sustainable Infrastructure would be a very positive step.

Robert Hilton, [email protected]


Go with the FLow On March 6, Prime Minister Stephen Harper announced up to $962 million in partnership with the Province of Ontario and five municipalities for a combined investment of close to $4.5 billion in public transit and highway infrastructure projects in the GTA. At the same time, an investment of $500 million was announced – this is, of course, contingent upon budget approval. The investment would go towards an east-west transmission corridor to bring clean energy to Ontario. Details at Canada.gc.ca/flow

eco-DesiGn competition names FinaListsThe Canadian Mortgage and Housing Corporatiton’s (CMHC) Net Zero Energy Healthy Homes competition, Equlibrium Housing, announced the 12 winning teams to receive $50, 000 towards documenting the projects and publicly demonstrating them. The winners were selected from 72 candidates by independent housing experts. “These houses are designed to produce as much energy as they consume on an annual basis,” said Monte Solberg, the minister responsible for CMHC. “They will be a blueprint for the next generation of housing in Canada.” List of winners at cmhc.ca

extra $170.5m For FLooDway expansionThe Floodway Expansion project commissioned after the 1997 Red River Flood will receive up to $170.5 million in new funding from the federal government and the Province of Manitoba. The governments of Canada and Manitoba are sharing the cost of the $665 million expansion equally. The aim

is to improve flood protection for the residents of Winnipeg, West St. Paul, and East St. Paul. Minister of Transport, Infrastructure and Communities, Lawrence Cannon, said “Our government’s investment in [this project] recognizes that putting the right infrastructure in place will save lives and property.” Details at floodwayauthority.mb.ca

Look Up northYukon, Northwest Territories and Nunavut has launched a multi-faceted national marketing campaign to promote the North as a great place to visit, invest and live. The campaign, entitled “Look Up North” highlights the economic opportunities, rejuvenating activities and natural wonders that each of the territories has to offer to businesses and tourists. Details at lookupnorth.ca

rccao’s next proJectThe Residential and Civil Construction Alliance of Ontario (RCCAO), who recently commissioned Dr. Richard Soberman’s report on transportation challenges in the GTA, are working on a new project. “We are planning a public participation process, involving technologies like Wikis and online surveys, to gain public input and support for improving transportation in the GTA” says RCCAO’s Andy Manahan. They are looking to gain support for this initiative from a broad-based coalition of businesses, NGOs and government. Details at rccao.com

sUstainabLe UtiLity inFrastrUctUre For hinton, abA Memorandum of Understanding has been signed between the Town of Hinton, Alberta and Corix Utilities Inc to explore opportunities for the long term operations and management of sustainable utility infrastructure for Hinton’s Innovista Industrial Park. The eco-industrial park is being built in adherence to three principles: economic advantage, social responsibility, and ecological sensitivity. Part of this commitment includes servicing the site with cost-effective and environmentally sensitive infrastructure. Details at corix.com

Get yoUr ecospex onLineEcoSpex Canada, a guide to eco-preferable products and materials, will be made available online. “The guide responds to the growing body of public and private sector clients and individuals who want to save energy and water, use sustainable resources, minimize pollution and their ecological footprint,” said founder Julie Scarcella. The guide clarifies what is and is not “green,” enabling easier identification, specification or location of eco- and health-preferred products. “This

will be the first materials evaluation system that is transparent, consumer-driven, and provides users with a 360° view of what is known – and not known – about products and materials, throughout the life-cycle including health, environmental and social impacts,” said Scarcella. For details contact [email protected]

mUnicipaLities LeaD the wayAs many readers are aware, the Federation of Canadian Municipalities (FCM) has been granted federal funding to provide long-term, sustainable financing for municipal governments and their partners under a program called The Green Municipal Fund (GMF). Elisabeth Arnold, FCM's Director of the Centre for Sustainable Community Development, says “The GMF invests in the best examples of municipal leadership in sustainable development – examples that can be replicated in other communities.” To date, GMF has funded more than 550 projects and studies. The $316 million investment in these projects has leveraged more than $1.7 billion in additional investment from other sources. Some of that investment was on hand in Toronto recently when Exhibition Place unveiled its $4.4 million trigeneration system, supported by a GMF loan of $1,075,000, a $1 million loan from the Toronto Atmospheric Fund and $2,325,000 from the City of Toronto’s Energy Retrofit Program. The system will become the sole source of power, heat and provide most of the cooling for the District Energy Centre at Exhibition Place. Arnold says “GMF's new Capacity Building program is helping the Fund make the transition from being solely a tool to support sustainable change in individual municipalities, to becoming a means to leverage change in all Canadian municipalities.” FCM recently completed a national series of Capacity Building consultation workshops that will be used to identify initiatives and set priorities for the Capacity Building program. Results at sustainablecommunities.fcm.ca

Photo:C

UI

top federal and provincial representatives announce the investment in FLoW, Canada's program for transportation growth in the greater toronto Area (gtA).

opening shots

Infrastructure reporting from across Canada. Send your news and announcements to [email protected].

ecoCité-sodero’s winning entry, the “Abondance Montréal,” will be built in verdun, QC.

Rend

ering:EcoC

ité

Photo:Tod

dLatham

(From left) howard Moscoe, dianne young, gary Lunn, Pam McConnell, david Miller, Peter Love and Joe Pantalone.


In 1987 the Brundtland Commission launched the concept of sustainabilty onto the world stage with the

publication of Our Common Future. In 1996 the Independent Commission on Population and Quality of Life gave us Caring for the Future, which began the mapping of core principles and integrated models of sustainable development.

In the 20 years since Brundtland, some things have improved. Population growth has moderated and remarkable economic and social development has taken place in Asia. But the changes that must be made globally to achieve true sustainability have not been made yet. The key principles of action for sustainability include collaboration, integration, education, equity and accountability. As articulated by the Commissions, the issues are global and interrelated, and successfully reversing downward trends in one area can create upward spirals of progress toward a truly sustainable future.

Climate change may be that galvanizing issue. It is universal in scope. It threatens the developed as well as the developing world, the rich and the poor. Its impacts are being felt by corporations and governments, by communities and individuals.

To address this issue, transformative change

is required across societies and economies around the world – change in what we do, how we do it, and how we think about our choices. The nature and scale of the needed transformation hold the appealing possibility of a global “upward spiral.” Comprehensive, international solutions could draw in other seemingly intractable social, economic and environmental problems around the world into a more comprehensive path towards sustainable development. This is a good time to think globally and think big, as we act in Canada to get our own house in order.

As we consider the challenges of climate change, it is sobering first to reflect on how little real progress has been made in the 15 years since the Kyoto Accord. Much has been attempted, much has been learned, but we have barely made a dent in the accelerating growth of greenhouse gas emissions and concentrations in Canada and around the world. Let us therefore consider this as the preparation period. No substantive solutions have yet been proven, but we have a lot of experience and ideas to share. Let me suggest some elements of a future scenario, where we have built upon this experience and successfully changed the direction of greenhouse gas emissions.

The starting point is the concept of individual, community and corporate

responsibility. Public concern about climate change has generally not yet evolved into an acceptance of the role that we each play individually in causing greenhouse gas emissions. It’s too easy for Canadians to demand action from government. It’s too easy for politicians and citizens to attribute the problem to faceless “large final emitters” and to reproach narrow symbols of excess such as SUVs. It’s comforting to celebrate wind farms and solar power, and to look forward to fuel cells and other technology break-throughs to save the day, but these will not be anywhere close to sufficient to solve the problem.

In fact, the growth in emissions corresponds directly with growth in consumption, and we are all consumers. The really “inconvenient truth” is that decisions we take every day in the energy we use, the products we buy, and the things we throw away connect directly with the residential, transportation, power generation, manufacturing and other components of the escalating greenhouse gas emissions charts. Residential and commercial energy use, coupled with personal transportation, account for half of Canada’s emissions. Domestic consumption of manufactured products adds a whole lot more. Pogo had it right – we have seen the enemy and it is indeed us.

By Ian Jarvis

It’s not as simple as new lighting or appliances

and, over the past few years, the earth has

demonstrated the dramatic consequences

of inaction. If we’re truly going to become

sustainable, radical complex changes are needed.

a dEEpEr shadE

oF green

rethink


Changing direction requires rethinking and reducing all aspects of what we purchase and how we use it.

The next step is the realization that effective response to climate change can improve our prosperity and quality of life. Cleaner air, upgraded transportation and better buildings will improve public health, productivity and happiness. Higher energy and water efficiency will lower costs and improve reliability. Infrastructure projects and innovation in technology and services will create expertise and jobs for domestic and international markets. We can flourish in the sustainable future if we do it right.

Then we will have to rethink the greenhouse gas emissions accounting framework, to support individual responsibility for greenhouse gas emissions. The purpose of accountability is to attach costs to responsible parties who can do something about them. Under the current worldwide national/regional accounting model, Canadians are apparently the worst per capita offenders in the world. But how can a citizen or community do anything about the emissions from the oil sands or from the Inco smelter when the production goes into global markets? And how does it help the global situation if this production

is shut down in Canada and moved to other parts of the world, perhaps with less rigorous environmental standards?

The new greenhouse gas accounting will separate production-related emissions (including oil extraction, metals, manufacturing and forest products) from the consumption-related emissions for

which Canadian individuals, communities and organizations will be accountable. Canadian producers will be benchmarked internationally, and will be expected to be the cleanest in the world. Canadian consumers will know their emissions footprints, and will have individual, community and corporate standards to aim for. Real progress will be made when every citizen, facility manager, CEO, school principal, mayor and

provincial premier knows the emissions they are responsible for and how they compare with their peers.

Then let’s consider effective programs to engage and enable action, starting with energy conservation. Commercial buildings and homes accounted for 30 per cent of Canada’s 2004 emissions. We have the knowledge and experience to aim for a 50 per cent reduction in buildings’ energy use over the next five to ten years through improved design, retrofits, commissioning and operations. A reduction of this magnitude will take us half way to Canada’s Kyoto target, leaving industry, transportation and agriculture (which made up 70 per cent of 2004 emissions) to pick up the rest. Early success with buildings will provide the experience, momentum and confidence to tackle these other areas and complete the job.

The new generation of energy conservation programming will evolve from individual projects and promotion of specific technologies to be large-scale, comprehensive, sector-wide and data driven. Benchmarking will establish energy performance standards for each building type. Individual owners will be able to adapt standards to produce targets for their own buildings, and to monitor progress towards their targets. Standards will improve as

rethink

It is sobering to reflect on

how little real progress has

been made in the 15 years

since the Kyoto accord.

the road to a more sustainable future for Canadian cities starts with individual accountability.


tilting the playing field toward funding sustainable development through taxation of emissions-intensive choices.

Elements of this model are already emerging in Canada. In Ontario, the Energy Conservation Leadership Act, proclaimed in 2006, requires energy reporting, action plans and energy targets for all government and publicly-funded facilities, setting the stage for this virtuous cycle of conservation. The province has strengthened the Ontario Building Code to be the most supportive of energy efficiency in Canada and numerous organizations – both public and private – are creating programs to support environmentally-friendly building design.

Changing direction from our current upward greenhouse gas emissions trajectory to a decline to below 1990 levels is essential and attainable. Its realization requires a corresponding change of direction in public policy, programming and allocation of responsibilities and resources. A long-term effort is required which can adapt to new learning and ever-changing circumstances. Governments have a crucial role to play, but industry-led organizations can move faster. New, integrated and collaborative models are needed for how governments, educators, associations, utility companies and corporations work together to effect real, accountable change. Above all changing direction demands individual, community and corporate adoption of responsibility for their greenhouse gas emissions, and the accountability framework to support and verify action.

Canada is already making progress, but there is an opportunity to ramp up the effort. A new, comprehensive, integrated and accountable framework is required which can demonstrate substantial and immediate results, and leverage Canadian experience around the world. Canada is expected to be home to the new secretariat of the World Green Building Council, which will serve as a global hub of climate change response. We should take the opportunity to assume a natural role as the global leader in climate change response, and both influence and support the policies and programs of the developed and the developing world.

ever-higher performance is achieved and identified. This cycle will work toward optimal energy use in all buildings. Programming will be delivered by industry associations, local utility companies and other organizations which are best positioned to engage and influence end-use energy consumers. Governments will set targets, provide targeted financial support, and monitor and report on performance standards and progress.

Public policy will support these transformations. Governments will use codes and regulations to set standards and remove the most egregious products and practices

from the market. The tax system will be used to reward climate-friendly choices, discourage emissions-intensive options, and fund sustainable infrastructure and programs. The sharing of federal gas tax revenues for sustainable municipal infrastructure projects, and the recent federal tax credit for transit passes, are useful early Canadian examples. The Irish experience with taxation of plastic shopping bags led to a 95 per cent reduction in their use. Ken Livingstone’s fabled imposition of congestion charges in central London served to fund transit improvements. These models illustrate a global trend toward levelling or

Ian Jarvis is president of enerlife Consulting, and has served as chair of the Canada green building Council since 2003. he is a member of Canada’s national Advisory Council on energy efficiency, the ontario energy Minister’s Advisory Committee and the ontario Power Authority Ceo’s Conservation Advisory Committee.

rethink


Disaster mitigation, business continuity and emergency management are increasingly

replacing greening and sustainability as the hot issues of the day. This urgency is partly fuelled by daily headlines about natural, technological and terrorist incidents which have corporations and governments turning their attention to emergency management.

What many fail to realize is that recurring emergencies are often closely linked to sustainability issues. Floods and interface wildfires which occur each year in many parts of Canada sometimes result from ill-advised land-use. Many First Nations communities are regularly evacuated for weeks due to flooding, mould in homes or contaminated water – emergencies often linked to poor local planning as well as social and economic issues.

History teaches that well planned, sustainable communities tend to be less severely affected by disasters and the converse is also true: disaster mitigation tends to make for more sustainable communities because they are better equipped to address problems that might otherwise quickly degenerate into emergencies.

traditional focus: response and recovery

The four pillars of emergency management are: mitigation, preparedness, response and recovery. Until recently, government emergency management organizations chiefly focussed on only three of the pillars – preparedness, response and recovery – with little attention to mitigation.

Disaster mitigation is not a new concept. Typically it follows in the wake of an event. For example, over its long history of fires, earthquakes and volcanic eruption, Tokyo has rebuilt itself, each time incorporating lessons

learned in the disaster. In 1666, three-quarters of London blazed like a tinderbox, as citizens made futile attempts to douse the flames using the city’s primitive water supply system. From the ashes arose a new city, built of stone, whose waterworks incorporated a device that would eventually become the modern fire hydrant.

Governments at every level rarely take steps to reduce the effect of future disasters before they occur. There may be several reasons for this. Planning is complex and the solutions – for example, building levies – are often expensive to implement. There is less sense of urgency to take pro-active measures before an emergency occurs compared to the obligation to respond immediately post-disaster. Or it may be lack of municipal planning expertise in government organizations who see their role primarily as emergency response.

Escalating cost of disaster recovery

With increasing and recurring disasters, the costs of community disasters are doubling every 10-to-12 years. Insurance costs are doubling at a staggering rate every five-to-seven years and the cost of government assistance recovery programs is escalating. From 1997 to 2004, federal payments have mushroomed to $1.4 billion compared to $210 million between 1970 and 1995.

A province or territory can request Government of Canada Disaster Financial Assistance (DFAA) for uninsurable loss, but only when eligible expenditures exceed $1 per capita (based on provincial or territorial population). These payments cover the costs of restoring public works and infrastructure only to their pre-disaster condition and are made only after expenditures have been audited. The provinces in turn passe the

money along to communities through disaster financial-assistance plans of their own.

As a result, government emergency measures organizations are beginning to recognize the bottom line advantage of increasing support for mitigation before a disaster. The federal government plans to modify its DFAA to permit the allocation of up to 15 per cent of disaster-assistance payments for mitigation measures. Meanwhile, $4 billion in funding has been ear-marked through the Canada Strategic Infrastructure Fund (CSIF) to build and refurbish infrastructure that is critical to Canada’s quality of life and prospects for sustained economic growth.

sustainable development

Hurricanes, tornadoes, floods, drought, earthquakes, and winter storms on top of environmental degradation of land, air and water, expanding urban areas, and ageing critical infrastructure have forced a change in modern planning. Community disaster mitigation is an emerging discipline in modern planning which should be seamlessly integrated with sustainability planning and critical infrastructure resilience.

A broad-based approach to disaster mitigation and sustainability may include measures related to land use, building codes and infrastructure, as well as administrative measures such as tax and insurance incentives. Manitoba provided a good example of mitigation 10 years ago, when floodwaters reached more than five kilometres inland, inundating every city along the Red River except Winnipeg. Following the disastrous 1950 flood which covered much of southern Manitoba, Premiere Duff Roblin had

By Jiri Skopek

Increasing disasters are solidifying the important link

between sustainability and emergency management.

aCtion, not reaCtIon

Community Planning Community Planning


suggested diverting the excess spring run-off around the city of Winnipeg. “Duff’s Ditch” officially opened on October 11, 1968 at a cost of $63,000,000 and proved its worth in 1997 when it helped avoid US$2 billion in damages. Manitoba is now planning a $700-million floodway expansion.

Conversely, at the height of the 2004 Peterborough storm, there was five times more water than the city’s century-old drains and sewers could handle. With backed-up storm sewers, much of the downtown core and a third of the city found itself under a metre of murky water. Streets turned into rivers and businesses closed. Power and telephone outages lasted for days. A state of emergency remained in effect for two weeks and the clean-up took months to complete as some roadways and sidewalks had to be completely rebuilt. Local decisions relating to waste management, sewage, drinking water, home heating, transportation and public health – choices that determine the

sustainability of a community over the long term – will also impact on an area’s resilience during an emergency.

Sustainability, through what people are calling “green” measures, can make a difference in the event of disaster. Detaching rain gutters from sewers, installing swales and “soak-away” areas for rain to penetrate into the ground not only replenish the aquifer but reduce the risk of backed-up sewers during flood conditions. Installing solar panels on south-facing roofs reduces electricity demand in addition to lessening the effects of a power outage due to severe weather. Mixed use “smart growth” neighbourhoods suffer less from a disruption to transportation because employment, retail and social services are within walking distance.

integrated planning, risk management and community engagement

Disaster mitigation solutions can be costly and therefore the planning process should not be done in a one-off, haphazard fashion. Building on what already exists, disaster mitigation planning should be linked to other aspects of development planning, including public and private infrastructure investments, ecological protection and socio-economic development.

And because sustainability planning and disaster mitigation planning both utilize the

recurring emergencies

are often closely linked to

sustainability issues.

concepts of risk management and require a high degree of public input, there is every reason to integrate the two processes. This avoids duplication, helps resolve conflicting priorities, and makes it possible to identify common goals and solutions that enhance both disaster resilience and sustainability.

Municipalities regularly undertake some nature of risk management – if not always done systematically. As a result, they may not be getting the most out of their efforts, or they may reach conclusions that are inaccurate, thereby missing opportunities to make more of a difference or get a bigger bang for the buck.

Broad community engagement is critical. The traditional approach is for a planning department (or consultants engaged by the planning department) to prepare reports and recommendations. Citizens are then invited to public meetings where they can provide their comments.

Instead, a more effective approach is for the planning department to establish a community citizen steering committee, which takes a proactive leadership role and develops the plan. The steering committee must be highly organized in terms of structure and process. It should include representatives

Community Planning Community Planning


from organizations that represent the community’s key interests including business groups, environmental groups, developers, neighborhood/community organizations, emergency managers, utilities, local government staff, the media, and others. A long-term, collaborative effort among such groups is critical for generating solutions and putting the resources in place to turn the plan into action.

Many believe that risk management requires in-depth knowledge of emergency management and sustainability. This isn’t so. Many two-to-three-day risk management courses are available which can be extremely helpful. What is required above all is a well managed, committed steering committee, made up of members who bring a broad range of knowledge and skills, a willingness to commit to understanding what is really going on, and an effort to collect relevant data. This makes it possible to identify the key problems, undertake an analysis of options and make decisions.

Predictions of future disasters include increased hurricanes and coastal flooding, food shortages due to severe drought, and pandemics. Many are linked to sustainability concerns such as global warming, oil shortages and human

migration. At the local level, resilience and sustainability planning are closely tied to social, economic, environmental, public health and infrastructure issues. Thus at all levels – from the global to the local – a link exists between sustainability and disaster mitigation. Where there is failure to take a comprehensive approach, problems will more-readily deteriorate into emergencies.

Planning for a resilient and sustainable community requires integration, risk management and broad public engagement in order to harness the creative forces within a community. In the words of the group Hamiltonians for Progressive Development: “Cities around the world which are prospering are ones which are learning to integrate economic, environmental and social goals in each and every major undertaking. Municipalities whose development processes are outdated will fall behind.”

Community Planning

Jiri skopek, oAA, MCIP, rIbA, is an architect, planner and environmental consultant and is best known for developing the green globes environmental assessment tools.


By Aftab Erfan

sustainability takes hold at the municipal level.

grass roots

It’s hard to find a strategic community planning document these days that doesn’t include the terms “healthy, vibrant and sustainable community.” What’s rewarding is seeing how

Canadian municipalities have, over the past few years, embraced the no-longer-new paradigm of sustainability. Communities are actually beginning to make meaning out of the popular buzz word, and implementing fundamentally different ways of planning, development and governance with a focus on social and environmental well-being for present and future generations, as well as economic well-being.

A growing number of municipalities have come to realize that sustainability is not only “the right thing to do” but that they can attain very real cost savings in the delivery of services and the development and maintenance of municipal facilities and infrastructure.

When the Gas Tax Agreements were signed under the federal government’s New Deal for Cities and Communities in 2005, funding through the Agreement was clearly linked with demonstrated improvements against a multiple bottom line (society, culture, economy and environment). The funding Agreement will be in place until 2010 at which time the signatories representing municipalities in each province must demonstrate compliance with this requirement by way of Integrated Community Sustainability plans and green infrastructure documentation.

Municipalities are becoming increasingly committed to taking concrete steps to achieve tangible results that will serve to support the extension or even expansion of this federal funding program. Since 2005 workshops on Community Sustainability Planning have taken place in five communities across the country (Markham, Ont.,

Community Planning


Halifax, N.S, Gander, N.L., Oromocto, N.B., and Lake Louise, Alta.), with more planned for Ontario and Alberta. Aimed at senior municipal staff in planning, public works, environmental management, and finance, as well as municipal council members and other senior decision makers, the workshops are meant to familiarize participants with the concepts underpinning sustainable communities, review the opportunities for funding under the Federal Gas Tax Agreements and FCM’s Green Municipal Fund, discuss how leading municipalities are developing sustainability plans and listen to case studies where municipalities have put practical sustainable solutions into practice.

Many leading communities have grappled with the concept of sustainability at its theoretical origins, and while some Canadian municipalities seem to be choosing their sustainability systems ad-hoc, many of the leading municipalities have given considerable thought to the system that best fits their local needs. They are now experimenting with the implementation of internationally known sustainability models in their planning and governance. Sustainability systems available to Canadian municipalities include The Natural Step, Triple Bottom Line, Earth Charter Principles, Melbourne Principles

and various forms of Environmental Management Systems. Many are using multiple systems in series or parallel to one another to fully capture the breadth of concerns within their community.

While sustainability systems generate considerable interest among advanced users of the concept, the “practical sustainability solutions” stream at these workshop sessions are particularly well received by a diverse group of participants. Topics range from approaches in the design of green buildings and constructed wetlands, to technologies for making a “green road” and bylaw samples for wind turbine regulations. Attendants are either past the “sustainability systems” stage and interested in the nuts and bolts of sustainability, or have decided to focus resources on early and visible changes on the ground.

This appetite for practical solutions suggests that Canadian municipalities are ready to move beyond the conceptual discussions about what needs to change and are making actual changes in communities. Municipalities are the place where “the rubber is meeting the road.” Real progress toward a sustainable future will be made at the local, municipal, level of government and there is a sense of excitement and commitment at these workshops to keep driving this movement forward.

While some Canadian municipalities seem

to be choosing their sustainability systems

based on the flavour of the day, many

of the leading municipalities have given

considerable thought to the system that best

fits their local needs before they take action.

Aftab erfan is an urban planner with Jacques Whitford and the coordinator of Jacques Whitford’s company-wide sustainability Initiative.

Community Planning


Climate change is largely an urban problem: three quarters of global greenhouse gases are urban. In Canada, although the fastest growth is in the remote Athabasca Tar Sands, the

petroleum sector accounts for just 10 per cent of emissions. Canada’s two largest sources are road-based transportation, and electricity and heat generation. Primarily urban emissions, each comprises 20 per cent of national emissions and have trebled in size since 1990.

Local government decisions influence half of the country’s emissions. Their authority covers considerable aspects of land use, public transport, road infrastructure, waste management, water and sewage, many facets of buildings from development permits to parking space requirements, and sometimes energy generation. Urban infrastructure also impacts industrial emissions.

While some local governments are generally driving emissions up, at the same time, the strongest leadership in driving emissions down is being exercised by certain local governments.

The City of Vancouver has a “complete neighbourhood policy” for new developments: Commercial districts in the downtown area are walking distance from residential areas; new buildings conform to the country’s highest energy bylaw; infrastructure decisions make car alternatives attractive. The result: vehicle numbers across the city are stable, and vehicle kilometres traveled are down 30 per cent over the last decade despite a population increase of 50,000. Trips by transit are up 50 per cent with bike and pedestrian trips doubling. This modal shift is a notable achievement in North America where vehicles, not people and freight, drive planning decisions. Tom Osdaba, the City’s Sustainability Manager, says “Vancouver shows how densification – if accompanied by green space, access to services and footpaths – does not compromise livability, it enhances it.”

Vancouver is now likely the only jurisdiction in Canada within reach of meeting the Kyoto target of six percent reductions below 1990 levels by 2010.

Greater Sudbury’s climate plan focused on job creation and community reinvestment when the City calculated they were spending $400 million a year on energy, almost all of which left the community, and employment was waning in the mining sector. “Through energy

efficiency and renewables, Sudbury plans to reduce greenhouse gases 30 per cent and reduce dependence on outside energy sources 50 per cent,” said Barb McDougal-Murdoch, the City’s EarthCare Coordinator.

Sudbury established a district energy system to heat, cool and power buildings in the downtown core, reducing emissions 50,000 tonnes annually and generating a new municipal revenue stream. The City is establishing a landfill gas powered utility that will generate up to $500,000 annually and supply electricity to 1000 homes.

Toronto has two climate protection financing agencies. The Toronto Atmospheric Fund was established with proceeds from selling municipal real estate. Interest from the $23-million endowment supports small grants and the principal finances low-interest loans. The Fund has supported numerous projects from low-tech walking school bus programs, stemming rapidly-growing school commutes by parents, to a high-tech deep lake water cooling project, providing emission-free air conditioning to 100 downtown office towers (see Jan./Feb., 2007, “Cool Toronto”).

Toronto’s Better Buildings Partnership supports efficiency upgrades in commercial buildings. Richard Morris, who managed the program, said “Projects normally have several financing partners: a bank, an energy service company, and then the BBP. Our low-interest loans cover up to 30 per cent. This small boost guarantees deep retrofits and cuts a 10 year return on investment down to five, making projects highly appealing.” The Partnership has saved local businesses $19 million in energy bills, and will retrofit 40 per cent of Toronto’s commercial floor space within the Kyoto period. Annual greenhouse gas reductions will be the equivalent of permanently taking 550,000 vehicles off the road.

Calgary has been a global leader in reducing emissions from its internal municipal operations. Richard Binder, Manager of Environmental Policy and Strategy, attributes much of their success to their organizational design and performance management approach. “A cross-departmental team identifies, monitors and meets greenhouse gas and energy expenditure targets from the administration to the Calgary Zoo.”

Streetlights and traffic lights are being upgraded. Vehicles are

By Alex Boston

While debate rages in the house of Commons over

meeting Canada’s climate commitments, ultimate

success in reducing greenhouse gases will be

profoundly shaped by what happens in city hall.

thInK fEdErally, aCt LoCaLLy

Photo:C

ityofToronto

First Canadian Place was one of the first buildings retrofitted under toronto’s better buildings

Partnership, reducing energy bills $1.8 million annually. the City’s climate protection financing schemes are

models for other jurisdictions around the world.


The best community-wide climate protection programs have benefited from new institutions that tap into the intellectual and financial capital of staff, council and the community. The City of Vancouver’s excellence in stakeholder engagement helped generate a downtown plan that exceeded the imagination of its most foresighted planners.

Hamilton calculated construction accounts for only eight per cent of a civic building’s cost over its 30-40 year life. Operating costs, such as repairs and energy, make up the rest. A small increase in capital at the front end can yield big dividends in the long run, but acute local government fiscal constraints often undermine such strategic investments. Toronto’s creative financing mechanisms help overcome the higher upfront costs of more energy-efficient and low-carbon infrastructure.

Innovative governing systems, breaking new ground in sharing power with community partners, are supporting implementation of these mechanisms. Larry Beasley, former Vancouver planning director, says, “We are reinventing city hall.” Developing and executing an effective national plan will also involve reinventing the way the federal government does business.

reinventing government and renewing urban infrastructure

“Notably drunkenness and profanity, the running of cattle or poultry in public places, itinerant salesmen, the repair of roads, and the prevention or abatement of charivaries, noises and nuisances.”

This excerpt from The Baldwin Act, which defined municipalities’ role in 1867 does not account for the fact that, today, 80 per cent of Canadians live in cities. Local governments have more daily contact with Canadians through the services they provide than the provincial and federal governments combined. Canada’s infrastructure norms need modernizing but we are encumbered by a federal governing system dating back to when only 15 per cent of the population lived in urban areas.

Despite the significant and growing services expected of local governments – water, waste, transit to name a few – they operate on only 12 per cent of taxes the country generates. They are among the world’s most fiscally inhibited local governments. The Federation of Canadian Municipalities’ $60 billion infrastructure deficit refrain should be reverberating around Environment Minister John Baird’s Kyoto planning meetings.

The recent Conference Board of Canada report series “Mission Possible” issues a clarion call for urban infrastructure investment. Although the report’s subtitle, “Sustainable Prosperity for Canada,” conjures up a vision of long-term economic well being,

right-sized. Seven hundred buildings are getting retrofits, reducing energy bills an estimated $7 million annually. Their wastewater treatment plant operates on its own methane. Thirty-seven new wind turbines will soon power city operations – all helping Calgary cut its internal emissions by 50 per cent within the Kyoto period while strengthening its fiscal standing.

what municipalities can teach the federal government

To get buy-in from council, bureaucrats and the public, local climate champions focus on local priorities. That tends to dovetail climate

protection. Sudbury, for example, focused on community economic development. Air quality helped generate support in Toronto. Calgary first focused on energy savings from building and vehicle fleet efficiency. In Vancouver, climate success grew out of livability.

Local governments with well-developed programs have found climate programs advance their triple bottom line (social, economic and environmental priorities). Strong strategies have emphasized integrating climate into existing programs over initiating entirely new ones. These synergies can be similarly achieved federally.


the Board recognizes this objective hinges on environmental sustainability. This thinking is consistent with Sir Nicholas Stern’s analysis of climate change economics. The former World Bank Chief Economist’s report concluded investing one percent of GDP in climate protection starting today will avoid a five to 20 per cent loss of GDP by 2050. Avoiding dangerous climate change is the ultimate objective of the UN Convention on Climate Change, a commitment Canada accepted in 1992.

Kyoto is just the first step. Hefty federal investment in local infrastructure would enable Canada to meet this commitment and at the same time support sustainable prosperity. Priorities could include:

A national public transit strategy to catch up to per capita public financing in other industrial countries. Such a strategy would support long-term local and regional integrated land-use and transportation planning, enabling growth through intensification rather than low-density suburban development.

A large federal investment in local climate agencies that provide low-interest loans through revolving funds. These agencies would lever further private and public investment to help urban renewable energy and energy efficiency investments overcome short-term financial barriers.

A commitment to continually update performance standards and fiscal incentives to ensure the next generation of capital investments from cars, buses and trucks to building components are state of the art efficient and affordable.

The success of these priorities will depend, in part, on how effectively stakeholders are engaged. Local climate agencies, for example, would need clear mandates and at the same time authority from local governing boards composed of municipal councilors, academics, industries and NGOs as well as federal and provincial representatives.

The maxim for a Made in Canada plan that meets the country’s international climate commitments and domestic economic imperatives: think federally, act locally.

Alex Boston has advised governments, businesses and NGOs on sustainability policies and programs. He recently completed graduate work at Oxford’s Environmental Change Institute focusing on institutional change in leading municipal climate programs.

Alex boston has advised governments, businesses and ngos on sustainability policies and programs. he recently completed graduate work at oxford’s environmental Change Institute focusing on institutional change in leading municipal climate programs.


green building

The single-greatest environmental impact of buildings today is their ongoing energy usage,

which accounts for almost half of global energy usage. Heating, ventilation, and air conditioning (HVAC) requirements of conventional buildings represent more than 50 per cent of overall building energy consumption.

Traditional design methodology is often based on what has worked in the past or upon simply meeting the minimum requirements. This design approach lags significantly behind what is considered to be the current best practices of building design, which carefully balances operational efficiencies and environmental stewardship. Emerging sustainable design trends are becoming equally convoluted, striving to balance too many environmental goals without prioritizing energy usage as the primary objective.

Even today, designs frequently result in high energy requirements and we typically waste about 65 per cent of the energy in HVAC systems as parasitic losses (the heat

losses that occur during transportation from the central mechanical heating system to the occupied spaces). Furthermore, our current building energy standards prescribe energy performance in ambiguous terms, making it difficult to recognize that our approach to energy efficiency is seldom as effective as intended. It also does not allow for direct comparisons of different buildings since improvements in building energy performance are expressed in relative terms, as per cent improvement over a fictitious reference building.

The new school of sustainable design does not require exclusive reliance on highly sophisticated and complex technological solutions. Instead, it demands a proper understanding of the fundamental laws of physics within the context of a building and its environment. A logical approach to design embraces the thorough implementation of simple, low-tech solutions before reaching for the more complicated, high-tech strategies.

The result of this approach is to create a building that conforms to its local environment rather than isolating itself from it – otherwise

known as a Climate Adapted Building. A focused and straightforward design methodology is described below to serve as a framework for achieving the most energy efficient buildings that also offer the highest level of interior space comfort conditions.

the Big picture

The first step is to understand the holistic approach to defining energy efficiency within specific climate conditions. Establishing a building energy efficiency target in clear terms will prescribe a minimum building energy performance in kilowatts-per-hour-per-metre-squared (the rate of energy used per hour by the space, expressed as kWh/m2,) per year for a specific building in a specific climate. A number of European countries have already developed standards that prescribe the minimum acceptable energy targets. In Germany, a typical building designed to local standards used approximately 180 years of heating energy. In the 1990s, the standard was revised to 100 kWh/m2 year. The most recent revision has lowered the standard further to a minimum

By Vladimir Mikler and Samantha Shah

acknowledging our power-hungry practices and demanding a proper understanding of the fundamental laws of physics within the context of a building.

ClimatE adaptEd buILdIngs

Photo:C

obaltE

ngineering


The Construction Industry Voice

RCCAO25 North Rivermede Road, Unit 13

Vaughan, Ontario L4K 5V4

T he Residential and Civil Construction Alliance of Ontario was formed in late 2005 by bringing together major contractor associations and construction unions. Collectively, we aim

to facilitate dialogue and ensure that the voice of the construction industry is clearly heard and understood by key decision-makers. RCCAO will work with all levels of government to seek out solutions to a variety of challenges facing our industry and the communities that we build in. Encouraging more strategic infrastructure investment and seeking ways to fast-track priority infrastructure projects are primary objectives of this labour-management construction alliance.

RCCAO has already released two major reports that are available at our web site: ‘The Infrastructure Funding Deficit: Time to Act’ concludes that alternate financing arrangements are appropriate for certain types of infrastructure.

An independent study funded by RCCAO, ‘Transportation Challenges in the Greater Toronto Area’ focuses on effective governance as a prerequisite to the development of a comprehensive transportation plan. RCCAO recognizes the enormous costs of gridlock and supports the efforts of the Greater Toronto Transportation Authority to develop a plan and garner long-term funding.

RCCAO will push for greater attention on infrastructure assets that are often neglected with an emphasis on underground water and sewer systems. In addition, we will provide commentary on a range of regulatory and policy matters that have a bearing on our ability to grow according to the province’s Places to Grow legislation.

The RCCAO is an alliance of:

• Greater Toronto Sewer and Watermain Contractors Association

• The Heavy Construction Association of Toronto

• Metropolitan Toronto Apartment Builders Association

• Toronto Residential Construction Labour Bureau

• The Residential Low Rise Forming Contractors Association of Metropolitan Toronto and Vicinty

• Residential Carpentry Contractors Association - RCCA

• L.I.U.N.A. Local 183

• Toronto and Area Road Builders Association

• Carpenters Union Central Ontario Regional Council

For more information, please go to www.rccao.com.

RCCAO’s Executive Director, Andy Manahan, can be contacted at 905-760-7777, Ext 104.

green building

energy performance target of 60 kWh/m2 for new construction.

With these clear and measurable energy targets in place, designers can be freed up to use any combination of building solutions to meet or exceed the targets. The two most common building energy performance targets are annual heating energy per unit of occupied area and occupied volume. Not only does this methodology eliminate the current moving target approach to energy efficiency, but it enables a direct comparison of the energy performance targets of different buildings.

passive design Comes first

Microclimate considerations have a profound impact on the built structure. Understanding the individual site elements allows designers to create synergies between nature and human-driven technologies that will ultimately reduce a building’s energy load. A careful site analysis will determine the typography, winds, solar patterns, vegetation, and other site elements that will interact directly with the building.

Optimal building design will conform to its environment and work with the existing energy flows in the surrounding site. Some examples of passive architectural building elements include building shape, form,

orientation, layout, exterior skin, and mass. Passive design elements either harness the natural forces, such as natural ventilation, or protect the building from these natural forces, such as against excessive solar heat gain.

active design Considerations

Active systems should only be considered to supplement the gap between building requirements and passive performance. Potential mechanical system options should be evaluated for their ability to improve space thermal comfort and indoor environmental quality conditions, while also maximizing operational efficiencies. The best design solutions are most often simple solutions integrated with many passive design elements.

The evaluation of all suitable energy sources enables the design team to harness free energy

wherever possible. Power sources should consider both conventional and renewable options, such as geo-exchange, solar, and wind power. The combination of passive design strategies and renewable energy sources will significantly reduce the amount of conventional energy consumed by the building.

Climate adapted solutions

There are several shifts in our approach to design that will radically reduce the impact of buildings on the environment. Adopting a holistic design approach enables designers to create natural synergies between passive elements and the local climate, which ultimately reduce the building’s energy requirements. By applying design principles in an orderly fashion from low to high tech solutions, we will create a design built for the future – a Climate Adapted Building.

the new school of sustainable

design does not require

exclusive reliance on highly

sophisticated and complex

technological solutions.

vladimir Mikler, M.sc., P.eng., Leed AP and samantha shah, bA (hons) are with Cobalt engineering’s vancouver, b.C office.


Green roofs are not a new idea – in fact, they have been around for centuries in both Europe

and North America – but they are just now beginning to gain support from policy makers on a local level.

Green roofs (called vegetative roofs or roof gardens) have a multitude of public and private benefits. Building-owner benefits include reduced energy costs due to the ability of green roofs to virtually eliminate summer heat gains and reduce winter heat loss; increased life expectancy of the waterproofing membrane with the reduction of environmental stresses such as heat and ultraviolet light; noise reduction and a host of project-specific benefits.

Public benefits focus on stormwater management – quality and quantity – and the reduction of the urban heat island – the overheating of our cities relative to the neighbouring countryside by as much as 10 degrees Celsius. A one-degree Celsius reduction in the urban heat island, according to a study undertaken by Environment Canada’s Adaptation and Impacts Research Group, can reduce summer peak load demand by approximately

four per cent. This means hundreds of millions of dollars in savings. A recent study lead by Hitesh Doshi of Ryerson University in Toronto concluded that Toronto could generate approximately $400 million in capital cost savings and $40 million in annual savings primarily related to energy and stormwater infrastructure.

Other public benefits may include reduction in particulate matter, aesthetic improvements, energy savings, and the preservation of rare or endangered flora and fauna.

These potential benefits have led to rapidly increasing interest in green roofs across Canada. There are dedicated green roof research facilities in Ottawa, Toronto, Calgary, Montreal and Vancouver. In January, 2006, Dr. Brad Bass from the University of Toronto’s Centre for the Environment, designed a prototype green roof the reduces heat loss in the winter. This “winter green roof” may lead to an estimated 8.5 per cent decrease in the heating load of an energy-efficient winterized house.

While green roof infrastructure continues to increase in Canada (a 2006 Industry Survey indicated the By Steven W. Peck

Canada works at building green roofs to match europe’s success.

a rooF WIth a VIeW

green building

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growth rate of green roofs between 2004 and 2005 at a conservative 72 per cent; results from the 2006 Industry Survey are expected to be higher still), there are several barriers that need to be addressed, including the need for more training for design and implementation professionals. Green Roofs for Healthy Cities’ (GRHC) Professional Accreditation Program is being developed for full roll-out in 2009 to address the barrier of lack of knowledge and professional standing in the industry.

Another major barrier to implementation is the higher first cost for most projects coupled with uncertainty about the exact nature of the benefits for private building owners. Many factors influence the cost of a green roof, but by integrating the green roof into the overall building design and function, it’s possible to save money in other areas, such as roof drains, site level stormwater management and heating and ventilation equipment.

In Germany and other European countries, the development of hundreds of millions of square feet of green roof infrastructure is the result of government investment to achieve increased storm water retention and heat island reduction. Similar incentives, both directly and regulation are needed from all levels of Canadian governments to fully exploit the multiple infrastructure benefits of green roofs.

Progress is being made by companies like Metropolitan Gaz in Quebec, with a new $5 per square foot green roof grant program. The City of Toronto recently passed a comprehensive suite of policies in support of green roof implementation and Vancouver and Edmonton are adopting green building standards for procurement, including green roofs. Clearly, a combination of regulatory and direct financial incentives is key to having widespread implementation in any given city.

While projects such as the War Museum in Ottawa, the Island House (winner of the 2004 GRHC Green Roof Award of Excellence) in Kingston, Ontario, and Vancouver’s new harbourfront Convention Centre (designed with a six-acre green roof) show a growing interest in green roofs across Canada, they are only the beginning. Our underutilized rooftops have the potential to become a powerful force for more healthy and sustainable communities.

department of natural resources, district officeFlorenceville, new brunswick Leed gold

A provincial government initiative, Florenceville’s DNR building green features include energy performance exceeding 66 per cent better than the Model National Energy Code for Buildings with energy cost savings of 59 per cent achieved with a geothermal system, building orientation and massing, roof and walls designed with high thermal resistance, double-glazed and argon filled windows, and heat recovery on outside air.

With 28 per cent of its electricity being supplied by a wind turbine, the building received a LEED innovation credit for exemplary renewable energy performance. Other elements contributing to the Gold certification include dual flush toilets, which will reduce potable water use by 50 per cent, waterless urinals and flow control fixtures and an elimination of landscape irrigation.

nEw lEEd CErtifiCations in Canada

this sponsored column reports on new Leed-certified projects in Canada. Leed is administered by the Canada green building Council. cagbc.ca.

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halsall’s purpose-driven approach to sustainability consulting focuses on connecting each client’s success factors to practical solutions. With our solid technical foundation, we provide green advice for forward-thinking building, community and policy development. halsall.com

thElEEdlist

green building

steven W. Peck is founder and president of green roofs for healthy Cities, the industry association promoting green roof development throughout north America. the 5th Annual greening rooftops for sustainable Communities Conference will be held in Minneapolis on April 29, 30 and May 1.

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the city estimates that eight per cent of the eligible buildings in toronto need to have green roofs for any significant reduction in heat island effect to be felt.

CfB halifax Chiefs’ & petty officers’ and officers’ facilityhalifax, nova scotia Leed Certified

This Canadian Armed Forces project is the first LEED-certified project in Nova Scotia.

The CaGBC took special interest in the project’s green features such as achieving energy efficiency 28 per cent better than the Model National Energy Code for Buildings and a 20 per cent reduction in indoor potable water. Eliminating the need to water landscaping is achieved by planting native and drought-tolerant plants combined with heavy mulching to increase water retention capacity.

The new CFO and Officers’ Facility deomonstrated exemplary performance during the construction phase by diverting 99 per cent of construction waste from the landfill. Further evidence of waste management is found in the establishment of an occupant waste management and composting program.


The “discovery” of the infrastructure deficit has made asset management (AM) a hot topic, captivating

professions from planning to engineering and financial. The amount of material currently being written and presented on the subject leaves the impression that we have all of the solutions at hand or, if not, we soon will. At each new industry event yet another problem-solving technique or technology is presented. The still-argued fact that an even greater problem is looming will result in even greater activity among these professionals in the coming years.

The AM debate is focused on two dimensions: technical and financial. This has led to significant and important developments in the areas of technology that will yield huge financial and environmental benefits, as well as financial accountability in terms of the proposed Public Sector Accounting Board’s (PSAB) new financial reporting model for governments and their Tangible Capital Assets to be implemented in 2009. However, asset management is really a three-dimensional problem. The third dimension to the AM challenge is the organizational structure required to deliver the services themselves, and potential alternatives to that service delivery structure. This doesn’t refer to the role the private sector can play in assisting municipalities in dealing with their asset management challenges, but rather to the actual organizational structure that is mandated to deliver services to its community in a cost-effective, responsible and satisfactory manner.

This third dimension is the “poor cousin” of AM initiatives, the “missing link” in the asset management debate.

Professionals generally focus on problem-solving and jump right into AM without asking what service delivery has to do with asset management. The focus remains preservation of the asset rather than determining whether the service provided by that asset is still required or even desired by the community as a whole. A related assumption is that the level of service itself does not need to change or that the community itself does not wish to change that level of service, which again may or may not be correct. Jumping right into asset management can then result in perpetuating assets that have either outlived their fundamental raison d’être, or do not need to operate at the same level as when they were originally constructed.

Fundamentally, assets should exist for only two reasons: to provide a service desired by the community and for the community’s well-being. Very few services are actually legislated. Often, what is legislated is their delivery once the decision to provide the service has already been made.

In other words, service, not assets, should be the driver. The hierarchy of analysis and decision-making should really be: 1. Service 2. Level of Service3. Asset 4. Best Practices5. Current Practices

Unfortunately, this is seldom the priority of service providers. Current, shorter-term issues, as well as the realities of politics, take precedence. A worthwhile discussion would be how organizational structure could be reworked to ensure that the primary focus is externalized (i.e. based on service delivery) rather than the traditional structure that has a tendency to become more internalized over time (i.e. based on policies and mostly procedures). Perhaps we should drop the word “asset” from AM, and start talking about “service” management (SM) as the starting point.

About a year ago, Dean Taylor of Australia presented his ideas regarding the implementation of a radically different organizational structure in his municipality, one that was primarily focused on service delivery. Some of those ideas have been adapted into my own thought process. The biggest problem that municipalities will face with deteriorating infrastructure will be deteriorating levels of service combined with increasing levels of funding requirements.

These double-negatives will not result in a positive, but will in fact produce an exponentially larger negative in terms of community acceptance. The negative is much greater than the sum of its parts: pay more and get less. It’s therefore paramount for municipalities to develop an organizational structure that seeks community involvement in the tough decisions that lie ahead. This is difficult to do when municipal service

By Leo Gohier

beyond the technical and financial elements of asset management lies a vital third dimension – organizational structure.

rebuild


at the prescribed level and cost. In essence, the service managers working with city council and the community at the policy level would basically “contract in” with the service delivery groups. The main purpose of the service delivery group is then to focus on cost-effective and acceptable delivery of services, by dealing with the individual recipients of the prescribed service.

Just like any organizational structure, there are pros and cons. The most significant point to be made is that this type of structure for AM would be entirely externally focused (including elected officials) and the policy and service delivery groups clearly defined. Public communication is the cornerstone of its success. Multi-taking would be limited with clear lines of accountability.

To be successful, such a structure will obviously require other adjustments to today’s typical organizational structures. Two more articles are needed to address the internal organizational structure itself and the role that it plays in service delivery, and budgetary preparation and overall financial accountability and flexibility.

There is still a lot of work that needs to be done on the concept presented here, but this type of creative discussion should lead to interesting solutions. As infrastructure continues to deteriorate, communication will become a key element. Innovative practices must not be limited to technological advances or to funding policies, they must also include the incorporation of adequate service delivery that balances the needs of the community with its wants.

managers must constantly shift their focus from high-level policy issues to day-to-day operations in delivering services. This extensive multi-tasking often leads to internalizing processes and procedures rather than leading to externalizing communication, and can shackle an organization by limiting its flexibility and agility. Perhaps these two diametrically opposed functions need to be handled by two different groups.

Decisions in such a structure would involve two steps, with each group having distinct responsibilities. The first step would be for elected officials and the service managers to work with the community to determine what services the community wants, at what level of service and at what price. The service managers would be a relatively small group (only a few per service) and their primary focus would be communication. They would work closely with the service delivery groups in order to obtain feedback and basic information, but they would be the ones with the ongoing relationship with elected officials, community associations, business groups, and the community as a whole at the policy level.

Once services and levels of service have been agreed to, the service managers would enter into an “agreement” with individual service delivery groups. The service delivery group would then actually design the service delivery program and then deliver the services

Leo gohier has a Civil engineering degree as well as a Public Administration degree. he has successfully developed and implemented programs focused on building sustainable communities, and continues to do so at Idx Inc. Look for this series of articles to continue in future issues of ReNew.

Perhaps we should drop the word

“asset” from aM, and start talking

about “service” management (sM).

rebuild


In the western folds of the Alberta Rockies sits Three Sisters Mountain Village, a health, wellness and adventure resort and

residential community. But until recently, the site was home to an abandoned coal-mine.

Some of the land above the shallower tunnels had already collapsed, and others would likely see slow subsistence over time. To remediate the mining property, environmental and geotechnical engineers considered using standard concrete, pumped into the voids underground, to fill them up and prevent further collapse. But concrete would not have flowed well. In this particular situation, a large

number of boreholes were needed. A new technique involving “paste” – a

mix of Portland cement, water and on-site overburden materials – was used. When the paste had been pumped into the voids and hardened, the risk of collapse was removed. Using paste meant that more of the voids could be filled cost-effectively so that more of the property could be remediated economically. Being able to fill more voids increased the flexibility for how the development was planned and using onsite waste materials reduced environmental impact through not having to truck in aggregate.

Although the Three Sisters site is not a brownfield in the sense of containing large amounts of contaminated soil, its previous use created many of the hurdles facing the more common type of brownfield. One of these, of course, is risk assessment and management. In this case, one of the main risk factors was whether elements of the development were at risk from underground collapse or subsistence. This included dealing with both real and perceived risks.

To mitigate this risk, wherever possible, less-dense land uses were positioned over the highest-risk areas. One of the reasons that the

By Chris Ollenberger and Jack Crooks

an award-winning brownfield redevelopment project showcases new technology.

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A truck-mounted drilling rig was used to drill boreholes into underground mining voids to turn this former coal-mine site into a luxury residential resort in Canmore, Alberta.

the resort as it looks today

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golf courses were planned for the property’s south side was that these areas were among those most heavily undermined.

Good use of Geographic Information System (GIS) technology helped to get the greatest possible benefit from the records of the mine workings. GIS helped manage the vast amounts of data generated by the work. Three Sisters has also obtained coverage under the Alberta New Home Warranty Program, which has proven important for marketplace acceptance.

Three Sisters Mountain Village Ltd. won a 2006 Canadian Brownfield Award, known as a “Brownie,” from the Canadian Urban Institute for excellence in sustainable design and technological innovation. The Brownie awards program recognizes leadership, innovation and environmental sustainability in brownfield developments across Canada.

Chris ollenberger, P.eng., is president of three sisters Mountain village Ltd. Jack Crooks, P.eng., is a principal of golder Associates in the firm’s Calgary, Alta. office.

CLeanuP ConspiraCy?

Solidification and stabilization (S/S) is being used as the primary treatment for the

remediation of the Sydney Tar Ponds (tarpondscleanup.ca). But there’s been speculation in the media that some participants in last spring’s panel review had an interest in more than the health of Nova Scotia’s environment. Conspiracy theories are building around the Sierra Club’s opposition to S/S and their financial interest in a competing technology.

When the conceptual design went to a full panel review, several parties, including the Sierra Club, made presentations on behalf of their interests (all reviews available to the public at ceaa.gc.ca). The Sydney Tar Ponds Agency’s original plan involved incineration, bioremediation, S/S, and encapsulation.

The Agency responded to reviews last fall with the decision to no longer incinerate PCBs; they would use S/S.

The Cement Association of Canada’s Colin Dickson says in his opinion it was a very fair process. “The Sierra Club brought forward witnesses who questioned the design. So did a lot of others – Health Canada, for one. The [Agency], directed by the panel, responded.” The Agency’s website says “Solidification and stabilization is a technology which has proven safe and effective in cleaning up dozens of similarly contaminated sites.”

“I’m pleased that S/S is the solution,” says Dickson, “and others are displeased because, in this case, their technology is not.”

—Staff


About 10 years ago, St. George Street between College Street and Bloor Street underwent a well-publicized, $6-million overhaul. The road was narrowed from four lanes to two,

with inset curb parking and bike lanes in both directions. Flowerbeds were added on the sidewalks, with edges that could be used for seating, and extra trees were planted. The surface of the road was interrupted every few metres with slightly raised sections of interlocking brick, which are either pedestrian crosswalks, speed humps or both.

In fall 2006, the whole street was torn up while water pipes were replaced and other underground work carried out. But even before the construction, I wonder if the street could have been called “sustainable.” Several of the trees have died, and the interlocking brick has suffered from years of freeze-thaw cycles. Traffic does move more slowly, true, but cyclists travelling south are still at the mercy of people parking their cars or opening the doors of parked cars. The well-intended overhaul has never quite lived up to expectations.

The fairly new term “sustainable street” has several meanings. Some engineers use it to reference a street that is easy on the environment, such as one that can absorb rainwater or that allows for run-off in benign ways. Some people use it to mean one that is long-lasting and low-maintenance, that is, one that is easy to sustain. Still others, such as Associate Professor Chris Kennedy in UofT’s Department of Civil Engineering, considers a street sustainable if it encourages walking, cycling, and transit use and contributes to a sustainable neighbourhood – a definition that encompasses more than simply the surface of the road, but also the buildings on either side, their design, their functions, even the way they incorporate green elements.

Is St. George sustainable according to any of these definitions? Water forms huge puddles on wet days (maybe the current

improvements will solve that problem), and many of its newer elements are already in need of repair or replacement. Cyclists do use it, despite its drawbacks, and it accommodates hordes of pedestrians, but that is true of all the main streets on campus, as students walk from one building to another between classes.

So where can we find better examples of sustainable streets?

a street for both people and fish

A residential road in the Southlands Community of Vancouver that was recently redesigned and rehabilitated has been attracting attention recently. The 485-metre-long stretch of Crown Street had a deteriorated asphalt surface and soft shoulders. Stormwater runoff from the street flowed into Musqueam and Cutthroat Creeks, two of the last salmon-bearing streams in Vancouver.

To renew the road, a partnership was formed among the City of Vancouver, the Greater Vancouver Regional District, Stormwater, Musqueam First Nation and the University of British Columbia, with a grant from the Federation of Canadian Municipalities’ Green Municipal Fund.

The project involved an innovative design alternative to the typical curb-and-gutter street, featuring a permeable road surface flanked by vegetated swales to catch stormwater runoff and filter out pollutants,

By Philippa Campsie

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roads

streets can be designed and constructed to place

less of a burden on the environment. the technology

is becoming better-established, although the use

of it remains the exception rather than the rule.

What is a sustainable street? I ponder this question as I try to cross st. george street, which runs through the centre of the downtown university of toronto campus.

the road to sustaInabILIty

Crown street in vancouver, b.C., is just one example of a sustainable street.


roads

as well as native plantings, the removal of culverts, and improvements to pedestrian facilities and stream crossings. The redesigned street was opened with great fanfare in summer 2005, and is currently being monitored by researchers at the University of British Columbia, who will test water quality in the nearby streams, trace metals in stormwater runoff, and other performance indicators.

Crown Street is just one example of ways in which streets can be designed and constructed to place less of a burden on the environment. Innovative paving materials, including permeable paving blocks, permeable concrete and permeable asphalt can be used to decrease runoff and protect nearby watercourses. Alternative forms of edging

along the streets allow water to flow off onto grass swales rather than collecting in gutters. The technology is becoming better-established, although the use of it remains the exception rather than the rule, mainly because at present these streets are more expensive to build than traditional streets. In the case of Crown Street, 485 metres cost well over $1 million, more than twice what a conventional street would cost. However, if more of these streets are created in cities across Canada, economies of scale might be achieved in the construction process and the manufacture of the materials used.

streets that last for generations

What remains to be seen is how well these new materials perform over time – and endure Canadian weather – and what they will cost in upkeep and maintenance as they age.

Examples of long-lasting, thus sustainable, streets are perhaps easiest to find in Europe. Just think of the Roman roads created 2,000 years ago, many of which underlie modern highways in Europe and England. Although not all modern European roads are built quite that solidly, on a recent trip to Paris, I did see one example of road-building that struck me as sustainable in the sense of simply durable.

An area of the rue de Rivoli on the Right Bank was being redesigned to provide more room for pedestrians and to divert traffic away from a heavily used pedestrian area around the entrance to the St-Paul Metro station. When I first saw the site, the original asphalt surface had been removed, levelled, and covered with sand, and workers were using granite blocks to pave the newly-created pedestrian area.

Although heavy equipment had been used to bring in the granite, the main work was being carried out by three men who lifted each block into place by hand and lined them up using string. They allowed for a long channel for water runoff in the centre. They filled the spaces

Culvert operations: this is vancouver’s only wild salmon-bearing stream, now protected

from pollutants by Crown street’s greened network of swales, retention ponds and

structurally reinforced grass.


between the blocks with sand and crushed stone and applied a sealant to hold it all together. Although it sounds like a painfully slow process, in the few days I was there, the workers covered quite a large area in this way.

Paris is full of granite-paved areas like this that have lasted for generations. Maintenance consists mainly of regular flushing with water. On the other hand, these surfaces are impermeable and the runoff into the combined sewer system is no doubt polluted. Sustainable in one sense, not so much in another.

roads for sustainable transportation

As for routes that encourage sustainable forms of transportation, Professor Kennedy says he looks mainly to Germany for examples, such as Freiburg, where sidewalks, bike paths, transit lines, and car lanes are separated on major streets, in some cases by rows of street trees, and no user of the street is put at a disadvantage by people using a different mode of transport.

Canadian cities have had limited experience with separating different forms of transport, although Ottawa has its dedicated transitways for buses and the Region of Waterloo is proposing something

similar. Other cities are slow to follow, perhaps since the creation of dedicated transitways can evoke strong opposition from residents of nearby areas.

British Columbia has managed to create successful Greenways for bikes and pedestrians in both urban and rural areas. Vancouver’s proposed City Greenways network of 16 routes will be approximately 140 kilometres long when completed. In most cities, bicycle paths are a combination of routes through parks, and along ravines and disused rail lines, and on-street lanes that may or may not be respected by motorists.

Can we have it all?

Is it possible to hope for a street that imposes less of a burden on the environment, while being durable and easy to maintain, and allowing for sustainable transportation? Would it have to be created from scratch, or could existing streets be retrofitted? These are the questions that need to be answered through further research and development.

roads

Philippa Campsie is principal of hammersmith Communications, deputy editor of the ontario Planning Journal and teaches in the planning program at the university of toronto.


roads

Every year hundreds of millions of dollars are lost worldwide because of structural damage to highways,

dams, pipelines and buildings and the depreciation of property values. The cause? Land subsidence.

Subsidence can be caused by human activities like tunnelling, subsurface fluid withdrawal and mining but it also can result from natural geological processes. Failing to understand and deal with potential subsidence hazards can pose a threat to infrastructure: road and rail beds may sink or collapse, earthen dams can weaken, pipelines may shift or break, and sometimes people can be hurt.

Understanding the local geological processes at work in the area is key to managing subsistence. We need to know where subsidence is a factor, how the ground is moving, and how quickly subsidence may be progressing. This knowledge is crucial for making informed decisions on current and future infrastructure.

InSAR, or Interferometric Synthetic Aperture Radar, is a technology that can provide subsidence data faster and more economically than traditional ground-based observation techniques.

The European Space Agency’s satellite earth observation technologies are being used by AMEC, the international project

management and services firm, to locate and evaluate land subsidence problems on a trial basis. Using satellite measurement data for a specific location, acquired at two different times along similar orbits, InSAR detects minute changes occurring in ground topography. Satellite data is captured for each piece of the earth every 28 days. Information from any two passes can be analyzed and compared to detect areas of ground settlement that could harm existing or planned facilities and infrastructure.

The key advantages of InSAR over traditional ground-based observation are cost and scale. Typical approaches require you to review geotechnical data from previous projects, study geologic maps, do ground reconnaissance, and sometimes engage in geophysical and subsurface drilling and laboratory testing.

InSAR greatly extends the ability to monitor subsidence because, unlike other techniques that rely on location-specific measurements at a few points, InSAR produces a complete map of ground deformation. Combined with traditional measurements, InSAR data can improve the accuracy of computer models used to assess potential deformation hazards before, during and after they occur.

InSAR can analyze topography over large-scale or remote areas faster and more economically than would be possible using

traditional techniques, which cover only small areas, one location at a time. This can relieve the need to send survey crews out into the field, making it easy and safe to acquire information in places considered too remote or unsafe for personnel to enter.

Just as importantly, InSAR accurately maps ground deformation over the entire survey area, not just a few representative points. Past subsidence can also be evaluated using historical data.

In transportation corridors, InSAR can be used to detect slide areas and geological instability. For subway and large sewer projects, the data can show how tunnelling is affecting the stability of roads and buildings. In the oil and gas industries, InSAR can show how subsurface fluid withdrawal affects the area surrounding the well site and its support infrastructure. For dams it can measure the geological deformations that develop, for example, during reservoir filling.

InSAR is one step companies are taking to gain a better understanding of subsidence so they can account for it in planning their operations and infrastructure.

By Stuart Anderson

land subsIdenCe

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InsAr imagery overlaid on an optical image of the Palabora Mine in south Africa to show

ground surface movements around the pit.

stuart Anderson is a senior geotechnical engineer at AMeC.


Since its inception in 2002, Partnerships BC has reached financial close on $4.7 billion worth of projects, out of which $3 billion is private capital. Three projects are now

operational – the Gordon and Leslie Diamond Health Care Centre at Vancouver General Hospital, the Sierra Yoyo Desan Resource Road in Northeastern B.C., and the Britannia Mine Water Treatment Plant – and each one was delivered on-time and on-budget, with significant financial benefits for taxpayers.

British Columbia is building an experience base which creates a best practice platform that improves the appeal of the B.C. market for future partners. That includes a number of design-build-finance-operate partnership projects which are providing the platform for improvements to B.C.’s transportation infrastructure.

kicking horse Canyon is a $130 million project involving upgrades to approximately 26 kilometres of the Trans-Canada Highway to a modern four-lane standard, and bridge replacements. The overall goals for the project are to improve safety, enhance the trade corridor and generate economic benefits to the region as a result of more efficient traffic flow. Phase 2 of the improvement work is contractually required to be complete by 2009, but earlier completion in 2008 is anticipated due to the innovative nature of the partnership agreement.

the sea-to-sky highway will be completed in 2009. The Improvement Project is designed to increase the road’s safety, reliability and capacity along the corridor linking communities from West Vancouver to Whistler. This $600 million design-build-finance-operate partnership project will provide taxpayers with an additional $131 million in direct user benefits above and beyond what had been anticipated. For example, without the partnership the government expected to build 60 kilometres of additional passing lanes and with the partnership the government will get an additional 20 kilometres of passing lanes, for a total of 80 kilometres of passing lanes along the 100 kilometre stretch of highway between Horseshoe Bay and Whistler.

Other transportation projects that are utilizing the partnership approach include the $144-million, five-lane william r. Bennett Bridge that is expected to achieve $25 million in benefits over the life of the project. The new bridge is expected to open in 2008. The $808-million golden Ears Bridge is expected provide $6 million to $10 million in savings to bridge users over the 35 year agreement. And the $1.9 billion Canada line rapid transit project is expected to provide $92 million in savings over the life of the agreement.

B.C.’s partnerships are helping to address the infrastructure deficit and improve the safety, reliability and efficiency of the transportation system for all British Columbians.

By Michael Marasco

three of the top ten spots in last issue’s top 10

Projects went to road and bridge projects in b.C. that

represents over $3 billion in assets towards reducing

the province’s transportation infrastructure deficit

road to suCCEssroads

Michael Marasco is vice President of Partnerships development at Partnerships bC, a provincial agency with a mandate to structure and implement partnership solutions that serve in the public interest.


business Improvement Areas

Many community leaders and entrepreneurs across Canada are talking about redeveloping and

revitalizing abandoned and underutilized spaces, also known as brownfields, to enable a cleaner environment and revitalized communities. But without strategic local business support, all that talk can more often than not hit a brick wall, especially when undertaking a major project in the City of Toronto.

Governmental support for brownfield redevelopment generally still lags far behind that provided in U.S. cities so remediation and construction costs can seem daunting. Sure, there are some public grants available but they’re not enough to get many potential brownfield projects off the ground.

However, for one non-profit organization a new business improvement strategy – involving financial support from public and private sources and well connected capital campaigners – will result in triple-bottom-line success for the community, the environment and the economy.

Evergreen, a national urban greening organization since 1991, has taken a former brick foundry in Toronto and is redesigning it into a pioneering facility of 15 designated heritage buildings that will provide community learning, arts and culture programming, food farming and dining, and rental spaces. The buildings are surrounded by a 16-hectare park and trail system, an ideal setting for guided outdoor activities and nature walks within the city core.

Evergreen at the Brick Works, also known as “the Village,” is now heading into the detailed design phase with the architecture team of Joe Lobko, du Toit Allsopp Hillier, Claude Cormier, Diamond + Schmitt and E.R.A. The fundamental approvals are in place for the project with Toronto City Council having approved the key terms early last year.

So how exactly did this new village get off

the ground? The $55-million plan initially received $3 million from an individual donation, which was followed by a $10-million commitment from the Province of Ontario, and then up to $20 million from the Government of Canada through Infrastructure Canada. With some additional private-sector donors signed on, the project is approximately two-thirds funded.

“The balance of the funding is expected to come from individual and corporate philanthropic support,” says David Stonehouse, site development director of Evergreen at the Brick Works and a professor of urban infrastructure at the University of Toronto. “And following remediation and renovation, the village will open in various phases starting in the spring of 2009.”

Evergreen is optimistic about filling in the financing gap thanks to the appointment this fall of some key people as co-chairs of its capital campaign such as Toronto business leaders and philanthropists Kenneth Tanenbaum, Shawn Cooper and Nancy McFadyen.

“Over the next decade, Toronto is positioned to become one of the greenest cities in North America and the Brick Works will be a gateway into this domain,” says Kenneth Tanenbaum, president and managing partner of the Kilmer Brownfield Management Limited. And with the recent launch of the $100-million Kilmer Brownfield Equity Fund, Tanenbaum is poised to take advantage of this trend (Evergreen is not currently a beneficiary of this Fund).

With a solid vision and the help of high profile people with a diversified financing strategy, it looks like in this case Evergreen’s brick wall will actually lead to a greener environment and healthy economy at the Brick Works.

By Connie Vitello

a financing campaign for business improvement pushes redevelopment forward.

the VillagE PeoPLe

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soil on this former brickyard site will be cleaned up so that produce grown in this outdoor garden will be safe to eat.

Connie vitello is an award-winning freelance writer and editor based in toronto, ontario.


In the centre of Stratford, surrounded by historic buildings and steps away from two of the city’s theatres, is Market Square. Given

its unique location, the square should be the focal point of the city. In fact, it once was. Located behind Stratford’s historic gothic-inspired City Hall, Market Square was the gathering place of the community. Home to the city’s farmers market and early agricultural fairs, it was the heart of the community’s civic engagement.

But that was more than 60 years ago, before the automobile came to dominate the landscape. Today the square has deteriorated into an asphalt parking pad, transit terminal and an unaccommodating space for pedestrians. On hot summer days, it offers no shade and on cold winter days, the windswept square is not a friendly place to wait for a bus. On top of that, anyone daring to walk across the square has to dodge the co-mingling of cars and buses.

While the square had seen better days, Stratford’s City Centre Committee (that manages Stratford’s downtown BIA) recognized that its unique location in the heart of the city made it an asset that, if redesigned, could benefit the core.

“There’s no doubt a redesigned Market Square could benefit downtown,” said Stratford Mayor Dan Mathieson. “The challenge for the City Centre Committee was to get the community onboard.”

The city had tried redesigning the square By Chris Rickett

stratford is epitomized by its quaint downtown, unique shops, busy

streetscape and historical architecture. It’s a powerful image the City

has used time and again to brand itself and it’s an image stratford’s

City Centre Committee is working to preserve and build upon.

stratford’s MarKet square

Photo:TheU

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ontario firm PLAnt Architecture’s winning design for the square.



• City of Toronto’s designated redevelopment corporation;

• An arms-length, self-financing corporation that builds value for Toronto and its citizens;

• Owns 500 acres of land, manages 580,000 sq.ft of building space, and leases properties to more than 75 businesses;

• Explores, pilots and implements financial incentives and redevelopment tools such as Tax Increment Financing;

• Acquires strategic brownfields and underutilized sites for employment revitalization;

• Strong environmental commitment, not only with brownfield remediation, but with leading environmental sustainability in all of our initiatives.

7th Floor, Metro Hall, 55 John Street

Toronto, Ontario M5V 3C6

W: www.tedco.ca E: [email protected]

TORONTO ECONOMICDEVELOPMENT CORPORATION

before, but every time the process got started it polarized the community: transit users preferred to keep their central location at City Hall, surrounding businesses argued the need for convenient parking, while others argued the benefits of a European-type square. With the process polarized, the status-quo always won out.

To get beyond this polarization and illustrate to all stakeholders that the square could be everything to everyone, the City Centre Committee began a long process of public consultation and visioning sessions, with the goal of completing a design competition that would lead to the re-construction of the square.

Consultations started in 2003 and were so thorough that the design competition wasn’t completed until 2006. Transit users, surrounding businesses, city council and the greater community were given ample opportunity to share their ideas on how the square could be improved. The consultations were worthwhile. Not only did citizens realize that the square was under-utilized in its current state but, more importantly, that it could provide the much-craved public space, as well as act as a transit terminal and nominal parking. Stratford’s Market Square could provide all things for all of its residents, as it had done in its past.

Designs from 31 entrants were reviewed and judged not only by the community through public open houses and surveys, but also by a jury headed up by the Dean of Architecture Design and Landscape at the University of Toronto, Dan Leeming, landscape architect Karen Hammond and two local residents, Eleanor Kane the founder of the Stratford Chef’s School and Tom Orr the Former Chair of the Board of Governors of the Stratford Festival.

So who was the winner?Toronto’s PLANT Architecture’s winning design featured a new

topography for the square, including gradual steps to function as seating, rainwater irrigation through a decorative water wall and introducing tree coverage in the space, with the area continuing to act as a transit terminal on its periphery. The collaborative process continued with the jury adding to this vision by recommending a strip of parking be retained for businesses along the south side of the square. Overall, the result of the redesign process was to enhance the space by making it more people-friendly, while maintaining and preserving the uses that were already bringing people into the core.

By engaging the community and bringing the various stakeholders together, Stratford’s City Centre Committee demonstrated that BIAs can take a leadership role in re-visioning and re-invigorating their public spaces. Now they just have to work with Stratford’s City Council to actually get the new vision constructed and the city’s historic downtown on an even better footing.

“There’s no doubt a redesigned Market

Square could benefit downtown. The

challenge for the City Centre Committee

was to get the community onboard.”

—Stratford Mayor Dan Mathieson

Chris rickett is a former stratford City Councillor and member of stratford’s City Centre Committee.



Seneca College has created a Canadian first – a new Centre of Excellence in the Built Environment. It highlights the academic status and life cycle sustainability role of technologists, technicians, trades persons and those in emerging fields like brownfield remediation.

Beginning in September 2007 up to 20 qualified students will receive a one-year “Green Scholarship” for the first year of their four-year applied degree program in Integrated Environmental Site Remediation.

Be a part of the success of the Green Scholarship program and get details on registration for the program by contacting Bill Humber, Chair – Centre for the Built Environment

Seneca College 1750 Finch Ave. East, Toronto, ON M2J 2X5 T: 416-491-5050, ext. 2500 E: [email protected] www.senecac.on.ca

20 Green ScholarshipsIntegrated Environmental Site Remediation Degree Program Offered in 2007

We all know our reliance on fossil fuels must be curbed and one potential substitute is solar and

wind power. But as individuals, we don’t know how to make the change. Governments of such European Countries as Austria, Spain and Germany are leading the way in legislation that supports and encourages the use of renewable energy. Spain has implemented a Renewable Energy plan for 2005-2010 that aims to provide 12.1 per cent of primary energy consumption to be met by renewable sources by 2010. To support this investment there are available subsidies, in addition to a premiums paid for electricity generated from renewable sources.

The magnitude of the solar market in Europe as compared to the Canadian market becomes clear when President and CEO of the By Boyd Mitchell

It’s not just up to our policy-

makers to help catch

Canada up to europe with

renewable energy sources.

the IndIVIduaL’spowEr

Photo:Z

ephyr

Corp

oration Canadian based energy company, Sustainable Energy Technologies (STG), Michael Carten says “the entire Canadian Market – off grid, on grid, everything – is about two and a half megawatts. It’s between five and seven per cent of the Spanish Market.” Due in part to legislative advancements, Austria, Germany and Spain are the largest markets for renewables.

With the fast expansion of the European market it is no surprise that companies are positioning themselves to develop and expand within the market, but the individual Canadian can also take action.

The European Markets seem to illustrate that governments need to make some legislative moves in order to prompt change. To some extent this is true and is the reason Canada has not made the advances it could. But most individuals know that change is needed: according to a survey done by Environics International, more than 75 per cent of Canadians would support some form of government spending on renewable energy. So why isn’t our government making changes?

Canadian governments have taken some steps towards a “greener” future. In fact, legislation has been passed by the provincial government of Ontario.

Photo:S

ustainableE

nergyTechnologiesLtd.

this building utilizes both small wind generation with solar power.

solar tracker


Ontario’s net metering regulation allows the consumer to produce energy on their property and sell it back to the grid, in the simplest terms this means that if an individual had solar panels and or a wind generation system they would be able to sell the excess power back to the grid which would then be credited against the power they purchased.

Some believe it’s only a matter of time before these types of legislations become common place. Currently, STG has developed and is testing a small wind turbine, weighing only 17.5 kg, for this very purpose, and they believe the advantages will go beyond simple savings to the individual. Instead of large scale projects, Sustainable Energy’s inverter enables solar panels and wind turbines to be located in our communities and owned by homeowners and businesses, providing power to the home or selling it back to the power grid for distribution to others. If the power grid fails a combination of wind or solar power and batteries will keep the lights on.

Carten says “this is a grass roots approach to meeting our climate change targets, a way in which each one of us can make a small but very positive impact on the environment.”

Having smaller systems spread throughout the community has additional economic advantages, it relieves pressure from the grid, thus reducing the need for massive economic cost in the transmission and distribution infrastructure, such as expansion of large high voltage wires and continued development of coal burning power plants.

Ideally all individuals would have the ability to contribute to green alternatives by producing a portion of their power through a personal system. While, for the time being, this is not feasible, other alternatives do exist. If you can afford it, drive a hybrid or highly fuel-efficient car. If not, take transit, walk, ride a bike, ask your power company it they have “green power.” If they do, tell them you want to be powered that way. If not, ask them why and find a company that offers it. Ultimately, the individual has the power to dictate markets. If more people demand green products the market will shift to accommodate this demand.

boyd Mitchell bA.,bA. is the Media Manager and Associate of Capital Markets for MACAM group of companies.


Canada should switch to LED light bulbs. Gore's answer? Every little bit helps – we have a "moral imperative" to change. Publisher Todd Latham attended a reception following Gore's presentation where Mr. Layton got to ask his question in person. Details at climatecrisis.net

inFrastrUctUre DeveLopment, renewaL & Finance - FebrUary 14, 2007.This conference focused on public-private partnerships (P3s). Michael Marasco from Partnerships BC and Infrastructure Ontario's david Livingstone said they are developing mechanisms to deal more efficiently with the dozens of P3s underway in their provinces. Pierre Lefebrve at P3 Quebec agreed with both that there is a need for contract standardization of the process in Canada, stopping short of suggesting there be a national P3 body. Carol beal with Infrastructure Canada said the new federal budget will prove that "everything old is new again." Details at infrastructureontario.ca

The Canadian Institute's Lawrence Herman, left, with Michael Marasco and Bradley McLellan of WeirFoulds.

Photo:Tod

dLatham

opwa meetinG anD conFerence – FebrUary 1, 2007.The Conference featured three speakers on asset management and implementation of tangible capital asset accounting in time for the Public Sector Accounting Board’s (PSAB) 2009 deadline. Chris Moore, City of Brampton, outlined the city’s response to the challenge, while sam sidawi with Wardrop Engineering Inc., provided a public works perspective on the issue. Paul smeltzer of Philips Engineering Ltd. assumed the Presidency of OPWA before the awards luncheon. The 2007 Board of Directors is posted at opwa.ca

Greater toronto transit aUthority - JanUary 26, 2007.The Canadian Urban Institute presented a panel that included dr. richard soberman, GTTA chair rob MacIsaac, Ontario Minister of Transportation donna Cansfield and TTC chair Adam giambrone. Cansfield said “Public transport is pivotal to how we move forward. You’ll never see another [highway] 401.” Giambrone also called for a long-term plan to increase TTC ridership. MacIsaac added that “Our top priority is to develop an integrated, long-range plan.” Cansfield agreed, saying “no government should set their mandate plan in four-year segments – it’s unconscionable.” Visit www.canurb.com

reevents

inFrastrUctUre, sUstainabiLity anD bUiLDinG in the pUbLic reaLm - march 7, 2007.Sustainability can be lucrative but there are no silver bullets. When rob McFarlane of Tornbridge Corporation was asked whether an east-west green energy corridor—funding for which was announced March 6th—is realistic, he said it would be difficult, partly due to Provincial fortresses and partly due to NIMBY-ism on the public's part. david McFadden of Gowlings said public support is critical to any project's success. robert roberti, CFO, Clean Power Income Fund, said wind power finance is not the “be all, end all,” but wind is a valuable part of the energy mix. graham bevin, CPP said reducing energy consumption at their treatment facilities and selling the resulting carbon credits "has environmental benefits but is purely driven by economics." Details at environmental-finance.utoronto.ca

aL Gore in toronto - FebrUary 21, 2007.The "Goracle" gave a live performance of his Academy-award winning movie to a sold-out crowd at the University of Toronto. During Q&A, NDP Leader Jack Layton was waiting in line to ask Gore if he would come speak to Canada's Parliament, but was pre-empted by a student wanting to know if everyone in


nichoLas stern – economic cLUb oF toronto - FebrUary 19, 2007.“This is about the economics of risk,” said Stern to a packed room. “We can’t possibly say what’s going to happen in the future, but the discussion has gone beyond [denying the science]. To deny [climate change] is absurd at this point.” Stern said Canada can reduce risk dramatically for around 1 per cent of the GDP annually. When asked to respond to Minister Baird’s comments that meeting our Kyoto targets would cause the economy to collapse, Stern said he was meeting with Baird later that day and would tell him “if we move in a measured way towards these long-term goals, [economic] growth can be maintained.” Read Stern’s review on the economics of climate change at hm-treasury.gov.uk

Nicholas Stern said Canadians should view eco-friendly technologies as investment opportunities, not a financial loss.

Photo:LucaV

iorel

reevents


natural patterns of regeneration can be reflected in our economic cycles, just like a

woman’s form is reflected in this sand dune.

rep3 The Holy Grail of economic development is this: how to create non-destructive economic growth ad infinitum that

actually replenishes natural resources and heals social problems. Most of today’s sprawl-based growth all around the world accomplishes exactly the opposite of that.

My 2002 book, The Restoration Economy (RE), was the first to report on the sudden emergence of US$2 trillion per year of industries that restore our natural and built environments. It was about the bits and pieces; the technologies, disciplines, and business opportunities related to restoring our world. My new book picks up where RE left off.

Researchers have identified some of the basic rules behind the birth, growth, decline, and rebirth of ecosystems. I decided to take the same approach to human communities. I’ve spent the past five years observing and studying successful and unsuccessful community and regional revitalizations in North America, Europe, Africa, Latin America and Asia. My search was for a few core principles that were missing in the failures and present in the spectacular successes. I was shocked – but very happy – to find three of them.

It turned out that these three principles were at work in every one of the dramatic turnaround

stories I studied, and partially or completely missing in the failures. Each of these principles, which are explored in detail in the book, accomplishes good things by itself, but together they seem to be magic. With all three, efficiencies and synergies emerge that make each dollar and each hour invested in an area’s regeneration far more effective.

But great strategies are useless without money. While researching these principles, I accidentally made another discovery. A new vehicle is emerging to finance long-term, large-scale renewal initiatives. It can be adapted to almost any situation, rural or metropolitan, deep recession or frenetic sprawl. Via this new model, communities can tap almost unlimited amounts of private capital, and private capital can tap the safest and most profitable redevelopment projects. I call them “restorative public-private partnerships” or “ReP3s.”

Closing shot

Photo:LukeTyszkiew

icz,stillsinflux.com

storm Cunningham’s new book The Resolution is coming from Mcgraw-hill in February, 2008. Cunningham’s first book, the restoration economy, has been called “a modern classic” and “required reading” by business,

ngo, and government leaders worldwide. details about storm at renewcanada.net


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